Strategic behaviour has been defined as managing environmental risks and matching organisational capabilities with the opportunities offered by the environment (e.g. Hofer & Schendel (1978)). One possible theoretical framework for analysing strategies of a firm is the Miles & Snow typology (Miles & Snow, 1978). It has received considerable attention and has been tested empirically with respect to business strategy in various industries (Snow & Hrebiniak, 1980; Hambrick, 1983) as well as marketing strategy (McDaniel & Kolari, 1987). In this paper we attempt to apply the Miles & Snow typology to technology strategy and to relate technology strategies to the perception of environment and project risks. Thus, we Empirical data from companies involved in biotechnology is used to study some key questions.
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Ursula Weisenfeld‐Schenk (1994) studied this question.
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